What led to SAA’s governance and leadership challenges? And can the airline be saved as a state asset, or is privatisation the only answer?

There was a brief period in the early 2010’s when a new business model – dubbed "direct to consumer" emerged and threatened to upend established incumbents.

Wharton’s Barbara Kahn analyses the downfall of Bed Bath & Beyond, which went from dominating the housewares market to filing for bankruptcy.

In high uncertainty situations, one can obviously make decisions that turn out not to be so great.

Anxiety over the near term is not weakening most CEOs’ resolve to strengthen their companies’ competitiveness.

CEOs make a lot more money, have a lot more autonomy and enjoy a lot more control, than the people working for them. The danger is that they can develop incredible blind spots.

There is an increasing disbelief among the population that, in these tough and challenging times, politicians are capable of doing anything to improve the quality of their everyday life.

Without a clear strategy, companies lack direction, focus and internal alignment. This is why leaders allocate time, effort and resources to developing a strategic compass.

You can't control your luck, but you can control your decisions, so it's worth improving the quality of your decision-making process.

These three Ws of strategy can help companies attain sustained competitive advantage.